Professional Documents
Culture Documents
1. Course Description
2. Course Objectives
In order to achieve the above objectives, you will engage in a variety of activities:
• Attend lectures.
• Read the text and other instructional materials.
• Keep up-to-date regarding TQM trends and developments in North
America and overseas by reading quality-oriented periodicals published in
print and in the Internet.
• Participate in discussions of case studies of organizations implementing
TQM.
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3. Resources
Evans, James R., and William M. Lindsay. The Management and Control of
Quality. 4th ed. Cincinnati, Ohio: South-Western College Publishing, 1999.
[hereafter referred to as "Text."]
Camp, Robert C., ed. Global Cases in Benchmarking: Best Practices from
Organizations Around the World. Milwaukee, Wis.: ASQ Quality Press, 1998.
[HD62.15.G558 1998]
Crosby, Philip B. Completeness: Quality for the 21 st Century. New York: Dutton,
1992. [HD62.15.C76 1992]
Juran, Joseph M., and Frank M. Gryna. Juran’s Quality Control Handbook. 4th
ed. New York: McGraw-Hill, 1988. [TS156.J87 1988]
Aguayo, Rafael. Dr. Deming: The American Who Taught the Japanese About
Quality. New York: Fireside Book, 1990.
Crosby, Philip B. Quality is Free: The Art of Making Quality Certain. New York:
McGraw-Hill, 1979.
Ishikawa, Kaoru. What is Total Quality Control?: The Japanese Way. Translated
by David J. Lu. Englewood Cliffs, N.J.: Prentice-Hall, 1985.
Juran, J. M., and Frank M. Gryna. Quality Planning and Analysis. 3rd ed. New
York: McGraw-Hill, 1993.
Mahoney, Francis X., and Carl G. Thor. The TQM Trilogy: Using ISO 9000, the
Deming Prize, and the Baldrige Award to Establish a System for Total Quality
Management. New York: AMACOM, 1994.
Tingey, Michael O. Comparing ISO 9000, Malcolm Baldrige, and the SEI CMM for
Software: A Reference and Selection Guide. Upper Saddle River, N.J.: Prentice-
Hall, 1996.
3.5.1 Directories
Hoshin Planning
http://www.tqe.com/tqehelp/hoshin.html
3.5.4 Databases
Juran Institute
http://www.juran.com/
4. Instructional Methodology
The course will be based on the lecture and case methods and, in view of its
small class size, will be a participative seminar in design. Hence, it is expected
that each student will have read the assigned material and/or case and be
prepared to discuss them and answer related questions in class. The assigned
reading load is heavy, as the breadth of the TQM field necessitates. Your
registration in this course is a commitment to do a careful, critical reading of
all required materials prior to each class. Discussions and individual
contributions are encouraged, expected, and shall count toward your final
performance evaluation.
You are requested to keep notes on the strengths and areas for improvement of
the class and communicate these to the instructor via the interim course
evaluations and the official Course Evaluation Form completed on the last day
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5. Performance Evaluation
Upon successful completion of the course, you will receive three (3) semester
hours of graduate credit. Your grade will be based on your performance on the
following:
A: 90-100% Excellent
B: 80-89% Good
C: 70-79% Satisfactory
D: 60-69% Poor
F: 0-59% Fail
Grades will be awarded with plus and minus designations when your numerical
score is in the very top or bottom end of the grade ranges described above. For
example, 80-83% will be a B-, 84-87% will be a B, and 88-89% will be a B+.
• Responding to questions.
• Making observations that link and integrate concepts or discussion.
• Asking perceptive questions or one that lead to revealing discussions.
• Presenting alternative positions, ways of looking at problems (e.g., Devil’s
advocate).
• Providing extensions, e.g., novel application of a tool or technique.
• Providing insights, e.g., motivation for the use of a tool or technique.
• Providing illustrations, e.g., examples of “real world” applications.
• Providing feedback on the readings.
• Bringing current relevant material to class, e.g., Business Week, Fortune
or Wall Street Journal articles.
• Recapitulating and summarizing.
Your grade on class participation is something you should earn via consistent,
daily contribution to class discussion. Preparation of cases and class discussion
provide a key learning component of this course. You should, therefore, make a
conscientious effort to attend class discussions of readings and cases and to be
sufficiently prepared to contribute to the discussions. Merely coming to class is
not sufficient. I will do my best to ensure that each student who is willing to
contribute to discussions is able to do so. If you are unable to prepare for a case
discussion or will be out of town for a class, please let me know in advance.
You will be divided into groups of 3-4 students. Your group will perform a
comprehensive analysis and oral presentation of two (2) case studies. Your group
will also submit a written analysis of at least one of the cases your group will
have presented. The written case analysis is a memorandum that recommends
action to the case study’s decision maker(s). Each oral case presentation will
involve a comprehensive analysis in which the group will be expected to identify,
evaluate and recommend; it is essential that your group present an in-depth
diagnosis and recommend a realistic, workable plan of action. Ideally, the
presentation should demonstrate a systematic analysis of the company’s
situation, appropriately incorporate TQM concepts and tools from the readings
and lecture materials, and propose specific, actionable recommendations.
In planning your oral presentation, your group should assume the role of a team
of management consultants presenting their findings to the company's Chief
Executive Officer (CEO). The rest of the class will assume the role of company
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executives and employees. By the end of your presentation, the company's CEO
should: (a) have a clear action agenda, and (b) equally importantly, know
precisely what directives to give during the next management meeting.
The oral presentation itself will take the form of a 30-minute (strictly enforced
time limit) presentation to the class of your group's analysis and
recommendations. The 30-minute limit is a strictly enforced time limit; the grade
assigned to your group presentation will be decreased by one percentage point for
every minute in excess of the time limit. I encourage you to use visual aids (slide
show presentation, overhead-projector transparencies, flip-charts, handouts, or
some combination of these), your imagination, resourcefulness, and originality to
help you in communicating the points you wish to make. A hard copy of
presentation slides (MS PowerPoint, 3/page handout format preferred) should be
handed to me prior to the presentation. Reading from notes will be frowned
upon. Following the presentation will be a question-and-answer period, with
questions being posed by your classmates and your instructor. It is important
that each member of the group contribute equally not only in the preparation for
the presentation, but also in the actual class presentation and the question-and-
answer period.
There will be three (3) 1½-hour examinations, with each exam including case
study and essay/short answer questions. The examinations will be closed-book,
closed-notes, and non-cumulative in terms of topic coverage. Each exam will
focus on the TQM tools and concepts covered in the readings, cases, and lecture
materials during the prior class meetings. Only the two highest grades on the
three examinations shall be considered in the calculation of the final course
grade.
Your group will assume the role of a Quality Improvement Team of business
consultants hired to demonstrate to the top management of a real-life client-
organization how TQM will add value to the organization’s performance
improvement efforts. The team will draw on ideas and tools of TQM to help the
participating client-organization attain specific performance improvement
objectives and deliver ever-improving quality of produces and services to its
customers/clients/constituents. For purposes of this course, the client
organization shall be the Fisher Graduate School of International Business or
any of its subunits. Further specifications of this group project will be provided
later during the semester.
The report will be due on Day 25. Your paper should not exceed thirty (30)
typewritten double-spaced pages. Exhibits such as tables, illustrations and
appendices are not included in these page limits. No late papers will be
accepted, except under highly unordinary circumstances and only with my prior
consent.
The breakdown of your grade on the group research project shall be as follows:
progress reports (25%), written report (60-65%), and final oral presentation to
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the client and the class (10-15%). You will also be required to evaluate the
performance of your group and that of your groupmates using a Peer Evaluation
Form. Both your self- and peer-evaluations will be considered in determining
your final grade for this project.
7. Course Schedule
3 (2/1) The TQM Gurus: Crosby, Deming, and Quality in Practice: Ford Becomes a
Juran “Deming Company” [Text, 102-104]
READ: (1) Text, Chapter 3
FFR1: (1) Crosby, Completeness
(2) Deming, Out of the Crisis
(3) Juran & Gryna, Juran’s
Quality Control Handbook
4 (2/3) The Malcolm Baldrige National Quality Quality in Practice: The Payoff from
Award (MBNQA): Overview, “Quest for Baldrige at Texas Instruments [Text,
Excellence” Video, and Criteria for 152-153]
Performance Excellence
READ: Text, Chapter 4
8 (2/17) Customer and Market Focus Western America Airlines [Text, 213-
214]
READ: (1) Text, Chapter 4
(2) Hunter & Van Landingham,
“Listening to the Customer
Using QFD”
FFR = For Further Reading (recommended, but not required, for those who
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12 (3/3) EXAM # 1
22 (4/14) EXAM # 2
(1) Alexander, William, and Richard Serfass. “Beyond Vision: Creating and
Analyzing Your Organization’s Quality Future.” Quality Progress, July
1998, 31-36.
(3) Hunter, Michael R., and Richard D. Van Landingham. “Listening to the
Customer Using QFD.” Quality Progress, April 1994, 55-59.
(5) Raiborn, Cecily, and Dinah Payne. “TQM: Just What the Ethicist Ordered.”
Journal of Business Ethics 15 (1996): 963-972.